The aim of this descriptive explorative research was to identify the performance aspects namely satisfaction, participation, tricks, procedures and competence of each stakeholder of the national logistic company named Dinamika Muda Mandiri in Jakarta, Indonesia. Some problems related to logistic were the indication of bottleneck in the warehouse performance process which led to high lead time as well as the absence of warehouse performance evaluation. This research was analyzed using the method of Performance Prism with the supporting method of Analytical Hierarchy Process and with measurable factors such as satisfaction and contribution of stakeholder, strategy, process, and capability. The conclusion of this research with the aid of Analytical Hierarchy Process method was that in general the company warehouse of Dinamika Muda Mandiri could do the job well in accordance with the wish of stakeholders, like management and investors, but it needed to be improved in the customer side. Performance Measurement using the method of Performance Prism was expected to be periodically reviewed in order that the performance variables and Key Performance Indicators could be aligned with the recent condition progress.
As one of the largest retail company in Indonesia, PT XYZ is relying on their operational activities through a complex supply chain management system. To be able to survive and become a leading company, PT XYZ understands the importance to improve the competitive advantage of its supply chain by means of strategic alliances. VMI is one of the most popular strategic alliance's concepts in the retail industry. For the retailer, VMI is transferring their responsibility of inventory management to the supplier. VMI partnership enables the supplier to decide regarding inventory replenishment for the retailer. To be able to adjust to the needs of the supplier, PT XYZ adapts the VMI system to a system called Term of Consumption (TOC).
The world has seen dramatic changes in the business environment recently. The level of competition between each other is also getting tighter. This competition leads to two factors, which are Customer Relationship Management (CRM) and Supplier Relationship Management (SRM). One of the key components in Supply Chain Management (SCM) is the management of the Supplier Relationship Management (SRM). The construction industry tends to be late in adopting SCM into their management strategies. Contractors are also aware that the key to applying SCM in the construction industry is through proper production planning and purchasing. With these conditions, it is necessary for the company to implement an effective and efficient model of purchasing in order to achieve the expected conditions. A popular purchasing model portfolio used by academics and practitioners is the Kraljic Model, which was found by Peter Kraljic in 1983 and has been used by professionals to analyze purchasing strategies. PT. X is one of the private construction companies in Indonesia that participates in strategic national projects. To limit the quantity of commodity type, spending analysis is performed to discover which commodities give the largest value contribution to the company's total expenditure in 2015-2017. These commodities are mapped on Kraljic's matrix based on the supply risk and profit impact factor of each commodity. Based on the analysis results of using the Kraljic's matrix, PT. X can implement a better purchasing strategy that can maximize the company's performance, while the company's Supply Chain Management Division can perform more effectively and efficiently.
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